33 Posts found for Source: Management and Business Review (MBR)

Strategies rarely say much about specific operations. In fact, when a strategy is complete, there are usually many questions left to be answered: what do you want me to do? by when? how much will this cost? do we have the budget? do I have clearance to hire extra people? what IT changes are needed? what can be outsourced? what new skills will we need? … [ Read more ]

Content: Quotation | Authors: Andrew Campbell, Mikel Gutierrez | Source: Management and Business Review (MBR) | Subject: Strategy

Consumers choose economic development over serious climate initiatives. Corporations don’t invest in meaningful change because consumers won’t pay for it. And governments cannot lead if citizens won’t follow. The battle to prevent climate change through behavior modification, regulation, or personal deprivation has already been lost. Yossi Sheffi explains why the solution is collaborative investment in developing technologies that can reverse climate change.

Content: Article | Author: Yossi Sheffi | Source: Management and Business Review (MBR) | Subject: Social Responsibility (ESG)

One of the biggest challenges facing organizations today is the need to be agile. To achieve this goal, leaders must seek a deeper understanding of the power of social interaction in furthering the flow of ideas, information, and insight. Michael Arena explains how building relational structures that foster 4D connections, discovery, development, diffusion, and disruption, can usher in the new, innovative ideas and concepts necessary … [ Read more ]

Content: Article | Author: Michael J. Arena | Source: Management and Business Review (MBR) | Subjects: Innovation, Organizational Behavior

Vijay Govindarajan, Ashish Sood, Anup Srivastava, Luminita Enache, and Barry Mishra have found that companies must focus relentlessly on building long-term competencies, even if doing so reduces immediate profits. Nonetheless, it is vital to shift focus when your product or idea becomes unexpectedly successful, so that you can milk that opportunity’s profits before it vanishes in the face of competition and technological progress.

Content: Article | Authors: Anup Srivastava, Ashish Sood, Barry Mishra, Luminita Enache, Vijay Govindarajan | Source: Management and Business Review (MBR) | Subject: Strategy

Sunil Chopra describes how looking at combinations of product and channel through the lens of return on invested capital (ROIC) allows retailers to design omni-channel portfolios that align their products, service offerings, and pricing. By using each channel to improve invested capital turns or broaden profit margin, these portfolios increase the company’s value. 

Content: Article | Author: Sunil Chopra | Source: Management and Business Review (MBR) | Subjects: Industry Specific, Management, Marketing / Sales, Operations

Most organizations don’t suffer from a deficit of ideas or human potential. What they lack is open and deliberate connections. Organizational leaders must learn to encourage the flow of these ideas by attending to the social interactions in the company. They need to build relational structures that encourage the 4D connections of adaptive space: discovery, development, diffusion, and disruption. Together, these 4D connections generate the … [ Read more ]

Content: Quotation | Author: Michael J. Arena | Source: Management and Business Review (MBR) | Subjects: Innovation, Organizational Behavior

Human capital consists of the talent, experiences, and capabilities of individuals within an organization. Social capital is the competitive advantage created by the connections between those individuals. It consists of the relationships and interactions within the organization. So, while human capital is about what people know, social capital is about how people are positioned to make best use of their knowledge. Both are essential, yet … [ Read more ]

Content: Quotation | Author: Michael J. Arena | Source: Management and Business Review (MBR) | Subject: Organizational Behavior

Agility turns out to be more social than structural. When open debates are stifled, the company’s agility is too. In this era of disruption, it is social capital that allows organizations to adapt in real time. Leaders must therefore nurture an environment of trust and engagement, and within that environment, understand the power of social interactions over the flow of ideas, information, and insights.

Content: Quotation | Author: Michael J. Arena | Source: Management and Business Review (MBR) | Subject: Organizational Behavior

David De Cremer and Yan Pang illuminate both the limitations and the potential of blockchain technology as the new currency of trust in organizational life. They have found that building trust within organizations requires leaving room for vulnerability, which makes blockchain unsuitable. For building trust between organizations, however, blockchain technology shows more promise because it acts as a regulatory middleman.

Content: Article | Authors: David De Cremer, Yan Pang | Source: Management and Business Review (MBR) | Subjects: IT / Technology / E-Business, Organizational Behavior, Trust

Artificial intelligence is rapidly transforming the world we know. Suresh Sethi describes the fascinating career of Herbert A. Simon, a father of artificial intelligence, renaissance man, and true polymath who made pioneering contributions to fields ranging from economics to psychology and from management to the philosophy of science.

Content: Article | Author: Suresh P. Sethi | Source: Management and Business Review (MBR) | Subject: People

Most people view luck as the opposite of determinism, control, or strategic intent. But because we can often influence situations in which chance plays a role, these forces are actually linked. The first challenge is to reframe your views about luck and realize that it usually entails much more than random chance. Yes, the primary force behind luck is the way that probabilities play out, … [ Read more ]

Content: Article | Author: Paul J.H. Schoemaker | Source: Management and Business Review (MBR) | Subjects: Management, Risk Management

Firms around the world strive for disruptive leadership. Through a case study of Admiral Jacky Fisher, who completely disrupted the immensely powerful British Royal Navy at the beginning of the 20th century, preparing it for the onset, just four years later, of World War I, Jan-Benedict Steenkamp identifies six key characteristics of disruptive leadership.

Content: Article | Author: Jan-Benedict Steenkamp | Source: Management and Business Review (MBR) | Subjects: History, Leadership

Putting a new strategy into effect is always difficult. Andrew Campbell and Mikel Gutierrez provide a practical solution to designing the necessary changes: the Operating Model Canvas. They describe how they applied it to the merger between Siemens and Gamesa, demonstrating how this framework, along with its supporting tools, can help leaders to design changes in their organization and operations.

Content: Article | Authors: Andrew Campbell, Mikel Gutierrez | Source: Management and Business Review (MBR) | Subjects: Business Model, Business Plans, Business Rules, Management, Strategy | Companies: Gamesa, Siemens